HCI in practice: An empirical study with software process capability maturity model consultants in Brazil

2018 ◽  
Vol 30 (11) ◽  
pp. e2109 ◽  
Author(s):  
Taisa Guidini Gonçalves ◽  
Káthia Marçal de Oliveira ◽  
Christophe Kolski
Keyword(s):  
Empirical Study ◽  
Software Process ◽  
Process Capability ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Capability Maturity

Benefits of CMM and CMMI-Based Software Process Improvement

2014 ◽  
pp. 1385-1400 ◽  
Author(s):  
Maged Abdullah ◽  
Rodina Ahmad ◽  
Lee Sai Peck ◽  
Zarinah Mohd Kasirun ◽  
Fahad Alshammari
Keyword(s):  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Software Products ◽  
Capability Maturity ◽  
Development Organizations ◽  
Prior Literature ◽  
Maintenance Activities

Software Process Improvement (SPI) has become the survival key of numerous software development organizations who want to deliver their products cheaper, faster, and better. A software process ultimately describes the way that organizations develop their software products and supporting services; meanwhile, SPI on the other hand, is the act of changing the software process and maintenance activities. This chapter purposefully describes the benefits of software process improvement. The Capability Maturity Model (CMM) and the Capability Maturity Model Integration (CMMI) are briefly surveyed and extensively discussed. Prior literature on the benefits and impacts of CMM and CMMI-based software process improvement is also highlighted.

scholarly journals Remanufacturing Process Capability Maturity Model

2017 ◽  
Vol 8 ◽  
pp. 715-722 ◽  
Author(s):  
Steffen Butzer ◽  
Sebastian Schötz ◽  
Rolf Steinhilper
Keyword(s):  
Process Capability ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Capability Maturity

Becoming a Learning Organization in the Software Industry

2009 ◽  
pp. 2427-2441
Author(s):  
Dev K. Dutta
Keyword(s):  
Organizational Learning ◽  
Learning Organization ◽  
Software Industry ◽  
Software Process ◽  
Software Process Improvement ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Capability Maturity ◽  
Software Firm ◽  
Silver Bullet

This chapter examines to what extent the implementation of Software Engineering Institute’s Capability Maturity Model (CMM) of software process improvement enables a firm to transform itself into an learning organization (LO). It argues that even though the CMM does lead the software firm forward on the route to learning, it does not go far enough. By recognizing organizational knowledge and organizational learning as the twin pillars of the LO, the author develops a conceptual framework against which the five maturity levels of CMM can be mapped and examined. This allows for an assessment of whether the CMM serves as a silver bullet in achieving the software firm’s goal of reaching the visionary state of the LO.

Becoming a Learning Organization in the Software Industry

2006 ◽  
pp. 104-120
Author(s):  
Dev K. Dutta
Keyword(s):  
Organizational Learning ◽  
Learning Organization ◽  
Software Industry ◽  
Software Process ◽  
Software Process Improvement ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Capability Maturity ◽  
Software Firm ◽  
Silver Bullet

This chapter examines to what extent the implementation of Software Engineering Institute’s Capability Maturity Model (CMM) of software process improvement enables a firm to transform itself into an learning organization (LO). It argues that even though the CMM does lead the software firm forward on the route to learning, it does not go far enough. By recognizing organizational knowledge and organizational learning as the twin pillars of the LO, the author develops a conceptual framework against which the five maturity levels of CMM can be mapped and examined. This allows for an assessment of whether the CMM serves as a silver bullet in achieving the software firm’s goal of reaching the visionary state of the LO.

Software Cost Estimation and Capability Maturity Model in Context of Global Software Engineering

2022 ◽  
pp. 910-928
Author(s):  
Ayub Muhammad Latif ◽  
Khalid Muhammad Khan ◽  
Anh Nguyen Duc
Keyword(s):  
Software Engineering ◽  
Cost Estimation ◽  
Software Process ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Software Cost Estimation ◽  
Software Cost ◽  
Capability Maturity ◽  
Process Implementation ◽  
Global Software Engineering

Software cost estimation is the process of forecasting the effort needed to develop the software system. Global software engineering (GSE) highlights that software development knows no boundaries and majority of the software products and services are developed today by globally-distributed teams, projects, and companies. The problem of cost estimation gets more complex if the discussion is carried out in the context of GSE, which has its own issues. Temporal, cultural, and geographical distance creates communication and software process implementation issues. Traditional software process models such as capability maturity model (CMM) lacks the dynamism to accommodate the recent trends in GSE. The chapter introduces GSE and discusses various cost estimation techniques and different levels of CMM. A couple of GSE-based case studies having CMM-level projects from multiple organizations are studied to analyze the impacts of highly mature processes on effort, quality, and cycle time.

The development of the data science capability maturity model: a survey-based research

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mert Onuralp Gökalp ◽  
Ebru Gökalp ◽  
Kerem Kayabay ◽  
Altan Koçyiğit ◽  
P. Erhan Eren
Keyword(s):  
Data Science ◽  
Gap Analysis ◽  
Process Capability ◽  
Capability Maturity Model ◽  
International Electrotechnical Commission ◽  
Maturity Model ◽  
Data Governance ◽  
Content Type ◽  
Capability Maturity ◽  
Development Framework

PurposeThe purpose of this paper is to investigate social and technical drivers of data science practices and develop a standard model for assisting organizations in their digital transformation by providing data science capability/maturity level assessment, deriving a gap analysis, and creating a comprehensive roadmap for improvement in a standardized way.Design/methodology/approachThis paper systematically reviews and synthesizes the existing literature-related to data science and 183 practitioners' considerations by employing a survey-based research method. By blending the findings of this research with a well-established process capability maturity model standard, International Organization for Standardization/International Electrotechnical Commission (ISO/IEC) 330xx, and following a methodological maturity development framework, a theoretically grounded model, entitled as the data science capability maturity model (DSCMM) was developed.FindingsIt was found that organizations seek a capability/maturity model standard to evaluate and improve their current data science capabilities. To close this research gap, the DSCMM is developed. It consists of six capability maturity levels and twenty-seven processes categorized under five process areas: organization, strategy management, data analytics, data governance and technology management.Originality/valueThis paper validates the need for a process capability maturity model for the data science domain and develops the DSCMM by integrating literature findings and practitioners' considerations into a well-accepted process capability maturity model standard to continuously assess and improve the maturity of data science capabilities of organizations.

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